Ten Steps to Promote

Jack and Suzy Welch answer the question of power in the backside column of the Business Week August 25, 2008 issue. This particular definition is about strengthening leaders and emerging leaders in companies to take risks as a way to succeed – use Google as a model.

Strengthening people can take many forms. In most organizations there are many actions that can be taken, without financial risk for planning, to start empowering people.

From the largest company to the least profitable company, the intensity of behavior is a way that can add a lot of energy and leverage.

Here are ten actionable actions to help empower people.

1 – Create an opportunity for trust. Trust is from the results. The results derive from opportunities and actions. This climate can occur at all levels. The faster credible men are identified, the better. The same goes for unconvincing.

2. Provide recognition for donation. Many executives do not rationalize doing this by saying that the person was just doing his job. Question: Since we deliver a product, error free, on time and to customer spec just "doing their job?" Or to give a weekend and family show to restore a plan? Or to make double changes to correct a time-out meeting for a customer? Or fly to a workplace in a foreign country with 4 hours notice to deal with an angry customer? Recognition for work that is well done is to promote each level.

3 – Minimize the rules. Structure is important, no doubt about it. But in most organizations, the rules are either not clear, ignored or out of date. Strategies provide guidance and determination – and they empower people by providing a way to succeed. Why waste time and opportunity and constantly restore how we do – this bike?

4 – Develop meaningful goals and participate in those who can contribute to the process. This can be messy – it's so much easier to just write down what needs to be done. But participation increases people, and provides so much valuable input to set goals. And in most cases, the goals will be more aggressive than if the boss had just written them down. Selected people work harder and better.

5 – Recognizing results. This is different than recognizing a contribution, but equally valuable. Once the goal is achieved, strengthen the people concerned to go out and do more by acknowledging the goal.

6 – Develop limits for actions that allow some risk. Risky organizations do not like to hear "some kind of risk" speak for good reason. Nobody wants to be bagged and marked by a fraudulent merchant, a nonetheless lawyer, dishonest accountant, overly aggressive salesman. But creating boundaries based on the worst possible scenario limits the unique initiatives that can not be survived, not least flourishing.

7. Use the opportunity as a prize for success. This should be anyway, but it's amazing how many organizations and people do not look at the opportunity as a prize but at risk. Pessimists have their place in all institutions – they provide valuable management and healthy suspicion. But the future belongs to optimists – applicants opportunities.

8 – Ask people what they think. And then listen to their answers. I have previously written the scared words in business – "What do you think?" For managers and managers, these words govern as they give their God the right to lead. The truth is, these words strengthen their opportunity to lead. And they strengthen their people. If managers can not see it, there is time for change.

9 – Do not let the bums be down with you. How often have sharp edges of people been described as "just looking a little out"? "Too much drainage of results in genuine tools. Every manager and leader has had many experiences in the" universe "of people who tend to reduce their own activity – to make them genuine tools. Sustainable models and mentors, dishonest and two-way farmers, bad condition – all can involve a person. Therefore, positive and optimistic ideals and expectations are so important and encouraging. They make sure that inevitable negative accidents become drivers of behavior.

10. Find out and urge There is no conflict without conflict. Strength comes from different perspectives – and respect for these perspectives. It is often tempting to brush up with disagreement or observation or suggestion, but provide opportunities to receive more results in greater empowerment – and more effective decision making. [1 9659002] Indicate your own behavior against this ten steps. Take the steps to understand the situation and the situation of the people around you. Increased proxy will be the product of these actions.


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